Agenda Item A.4
CPMS WORKSHOP
Meeting Date: May 25, 2022
____________________________________________________________
TO: Mayor and Councilmembers
FROM: Michelle Greene, City Manager
CONTACT: Ryan Kintz, Assistant to the City Manager
SUBJECT: City Manager Department FY 2022/23 Annual Work Program
RECOMMENDATION:
Discuss work priorities and adopt an Annual Work Program for FY 20 22/23 for the City Manager Department.
BACKGROUND:
The Fiscal Year (FY) 2022 -2023 City Manager Department Annual Work Program , included in in Attachment 1, provides a regular, structured mechanism to allow the City Council to review and discuss the Department’s work commitments and staffing resources, consider individual Councilmember’s project ideas and provide direction on the Department’s work priorities for the next fiscal year. It also summarizes work progress and accomplishments for FY 2021 -2022 and lays the groundwork for the Department budget, which will be presented to Council during the upcoming budget workshops.
Attachment 2 provides the City Manager Department FY 2022-23 Annual Work Program presentation.
Where available budget and staffing ar e finite, and the list of possible City -wide work efforts are growing, a priority-setting process is useful to allow the City Council to establish policy priorities. A regular priority -setting process allows the Department to plan for and assign work within available resources in a structured way. This system works better and is more efficient than attempting to shift resources ad hoc to new projects as Council members identify and introduce new ideas and work priorities during the year.
DISCUSSION:
Purpose
The purpose of this workshop item is to update the City Council on existing work commitments and recent accomplishments, and to provide an opportunity to discuss work priorities for the City Manager Department for the upcoming fiscal year. As noted above, the Annual Work Program creates a regular mechanism for the Council to 1 Meeting Date: May 25, 2022
2 establish the Department’s work priorities, but it is also an opportunity for Council to propose and consider ideas for new work projects and shape the work plan for the coming year.
Staffing and Budget Constraints
Setting of work prioriti es must of course occur within the constraints of budget and available staffing. Goleta is a small city with a limited staff and finite resources, which are further constrained by the Revenue Neutrality Agreement. Given the large number of competing, possible work priorities, the City must take care not to overcommit at any given time and instead be prepared to take a measured approach at delivery of services and projects. Over time, much can be accomplished, if available staffing resources are concentrated and projects are completed sequentially. As recent experience has demonstrated, it is also important for the City to keep some capacity in reserve to deal with unanticipated events and needs beyond the City’s control that inevitably arise in any given year, particularly in the City Manager Department.
The City Council has the fundamental choice to commit resources in a way that reflects its priorities. It can in theory budget more staffing, if it desires more work to be completed sooner, or it can pace work over time within the limits of existing, available staff capacity.
However, while the Council always has the ability to devote more resources and hire more staff, it must carefully consider the long-term impacts to the General Fund of simply adding staff. In addition, it must take into account the realistic constraints of managerial capacity to oversee more staff or consultants and work.
Scope
The Annual Work Program covers the work of the four main divisions of the City Manager Department: 1) General Administration Division; 2) City Clerk’s Division; 3) Community Relations Division; and, 4) Human Resources/Risk Management (formerly Support Services) Division. The Annual Work Program compares current work commitments and potential new projects with ava ilable staffing resources. Tentative completion dates for projects and deliverables are best estimates and should therefore not be interpreted as a commitment.
In addition, the Annual Work Program reflects the organizational changes approved by the City Council in July of 2021 and the impacts these changes have on the City Manager Department. These changes are summarized as the following:
- Public Safety functions of the former Neighborhood Services and Public Safety (NSPS) Department were moved to the City Manager’s department. - Economic Development Program and property management functions of the former NSPS Department were moved to the City Manager’s Department. - Creation of a new General Services Department, with direct reporting of this department to the Assistant City Manager.
2 Meeting Date: May 25, 2022
3 FISCAL IMPACTS:
The Annual Work Program is consistent with the adopted budget with respect to existing positions, departmental structure and work commitments, including consultant or outside vendor resources. It also lays the groundwork for the next budget cycle assuming a continuation of existing staff resources. Considering the Department’s FY 2022 -2023 workload, the City Manager Department is requesting the following staff ing changes for Fiscal Year 2022-2023:
- City Clerk Division: One new Public Records Specialist. - Community Relations : Increase current part -time Management Assistant (Spanish Engagement Specialist position) from 0.25 FTE to 1.0 FTE.
If approved, these position changes will be funded out of the General Fund and will have salary and wages fiscal impacts. More information about these position requests will be presented in the upcoming budget workshops.
Reviewed By: Legal Review By: Approved By:
___________________ ___________________ _________________ Kristine Schmidt Megan Garibaldi Michelle Greene
Assistant City Manager City Attorney City Manager
ATTACHMENTS:
1. Draft FY 2022-2023 City Manager Department Annual Work Program
2. Annual Work Program PowerPoint Presentation
3 ATTACHMENT 1
FY 2022-2023 City Manager Department Annual Work Program 4 1
FISCAL YEAR 2022-23 ANNUAL WORK PROGRAM
CITY MANAGER DEPARTMENT
May 25, 2022
5 2
FISCAL YEAR 2022-23 ANNUAL WORK PROGRAM
CITY MANAGER DEPARTMENT
Table of Contents
CITY MANAGER DEPARTMENT OVERVIEW ........................................................... 4 EXECUTIVE SUMMARY ............................................................................................. 4 FY 2021/22 Coronavirus Pandemic .......................................................................... 4 Introduction and Purpose ......................................................................................... 4 Department Staffing and Organizational Structure ................................................... 5 Figure 1: City Manager Department Structure .......................................................... 5 GENERAL ADMINISTRATION DIVISION ................................................................... 6 Role of the Division ................................................................................................... 6 Division Staffing and Structure ................................................................................. 6 Figure 2: General Administration Division Structure ................................................. 6 Workload Considerations ......................................................................................... 7 Projects and Programs/Ongoing Work Efforts .......................................................... 8 Table 1: Ongoing Projects and Programs, FY 2022-23 ............................................ 8 Key Accomplishments and Milestones ..................................................................... 9 Table 2: Key Accomplishments and Project Milestones, FY 2021-22 ....................... 9 Upcoming and Potential New Work Efforts, Projects and Programs ...................... 10 Table 3: Upcoming and Potential New Work Efforts, Projects and Programs ........ 11 CITY CLERK DIVISION ............................................................................................ 14 Role of the Division ................................................................................................. 14 City Clerk Division Staffing ..................................................................................... 14 Figure 3: City Clerk Division Structure .................................................................... 14 Workload Considerations ....................................................................................... 15 Projects & Programs/Ongoing Work Efforts ........................................................... 15 Table 4: Projects and Programs, FY 2022-23 ....................................................... 16 Key Accomplishments and Milestones ................................................................... 17 Table 5: Key Accomplishments and Project Milestones, FY 2021-22 ..................... 17 Table 6: City Boards and Commissions .................................................................. 18 6 3
Upcoming and Potential New Work Efforts, Projects and Programs ...................... 19 Table 7: Upcoming and Potential New Work Efforts, Projects and Programs ........ 19 COMMUNITY RELATIONS DIVISION ...................................................................... 21 Role of the Division ................................................................................................. 21 Community Relations Division Staffing ................................................................... 21 Figure 4: Community Relations Division Structure ................................................. 21 Workload Considerations ....................................................................................... 22 Projects & Programs/Ongoing Work Efforts ........................................................... 23 Table 8: Projects and Programs, FY 2021-22 ....................................................... 23 Table 9: Fiscal Year Outreach Comparison ............................................................ 24 Table 10: Key Accomplishments and Project Milestones, FY 2021-22 ................... 25 Upcoming and Potential New Projects ................................................................... 26 Table 11: Upcoming and Potential New Work Efforts, Projects and Programs ...... 26 HUMAN RESOURCES/RISK MANAGEMENT DIVISION ......................................... 28 Role of the Division ................................................................................................. 28 Human Resources/Risk Management Division Organizational Structure and Staffing ............................................................................................................................... 28 Workload Considerations ....................................................................................... 29 Projects & Programs/Ongoing Work Efforts ........................................................... 30 Table 12: Projects and Programs, FY 2021-22 ...................................................... 30 Key Accomplishments and Project Milestones, FY 2021-22 .................................. 31 Table 13: Key Accomplishments and Project Milestones, FY 2021-22 ................... 31 Upcoming and Potential New Projects ................................................................... 32 Table 14: Upcoming and Potential New Work Efforts, Projects and Programs ...... 32
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EXECUTIVE SUMMARY
FY 2021/22 Coronavirus Pandemic
The COVID-19 pandemic continued into FY 2021/22 with the resurgence of COVID -19 through the "Delta" and "Omicron" variants. As a result, for the safety of employees and the public, staff were allowed to continue to work from home, except as required to perform essential functions that could not be performed remotely. During times when the Santa Barbara County Public Health Department reported surges in COVID -19 cases locally, public counters were closed, and public meetings were conducted by videoconference. Library operations were also transitioned to sidewalk service temporarily while rates of COVID-19 transmission were at all-time highs.
However, during this time the City continued to adapt to the remote business environment and successfully ran a "remo te city" for a significant portion of the year. Staff installed new technology, streamlined processes, and improved workflows to smoothly transition to the remote office environment, and in so doing in some instances expanded services and productivity. Beginning in July 2021, the City began to fill positions that had been held vacant as part of a citywide hiring freeze during the first year of the pandemic and also added new positions in response to an increasing volume of work and demand for services, resulting in an unprecedented wave of hiring. The details of staffing activity will be described in the respective Work Programs of each department.
FY 2021/22 is coming to a close amid a drop in COVID-19 cases and a lifting of the mask mandates instituted by the State of California and the Santa Barbara County Public Health Officer. With this change in pandemic conditions and precautions, the City of Goleta began returning to in -person operations while still maintaining hybrid in -office/remote schedules for staff, remote meeting participation options for the public, and the improved and virtual processes and software that were made available during the pandemic. This should allow the City to remain flexible and adapt to future changes in the public health situation, as necessary.
Introduction and Purpose
The FY 2022-23 Annual Work Program summarizes projects and work efforts proposed for the general administration and organizational oversight functions of the City Manager Department for the upcoming fiscal year, considering both ongoing, existing commitments and potential new projects. It is intended to provide the City Council with an overview of the current work of the Department and an opportunity to consider and give direction concerning the Department’s future work. The Annual Work Program creates a regular mechanism for Council to share ideas for new work efforts and discuss the work priorities.
It encompasses the work of the department’s divisions, which include the General Government Division, the City Clerk Division, the Community Relations Division and the Human Resources/Risk Management Division.
The Annual Work Program considers how the work of the City Manager Department proposed for the upcoming year will support the City’s Mission Statement and Core 8 5
Values, as articulated in the City’s Strategic Plan. It furthermore is intended to serve as a basis for budget plan development.
Estimates of staff time f or each project or program are inherently somewhat imprecise.
However, cumulatively, they give a roughly accurate depiction of workload and how it relates to staffing for each Division.
Department Staffing and Organizational Structure
Besides general administration and oversight of the City organization, the City Manager Department is comprised of three additional divisions – the City Clerk ’s Division , the Community Relations Division and the Human Resources/Risk Management (formerly “Support Services Division”). The department consists of a total of 1 4.65 FTEs. During the prior fiscal year, one of the Management Analysts in this department was moved to the General Services department, and a part-time Spanish Engagement Specialist (Management Assistant) was added to the department. The staffing of these divisions is further detailed in subsequent sections under their individual work programs. Figure 1 below shows the organization structure of the Department.
Figure 1: City Manager Department Structure
City Manager
Assistant City
Manager
City Clerk
Deputy City
Clerk
Deputy City
Clerk
Community
Relations
Manager
Management
Assistant
(0.75 FTE)
Management
Assistant
(0.25 FTE)
Human
Resources/
Risk Manager
HR Analyst
HR Analyst/
DEI Officer
HR Assistant
(0.5 FTE)
Office
Specialist
(0.9 FTE)
Management
Analyst
Management
Assistant
(0.25 FTE)
Assistant to
the City
Manager
Executive
Assistant
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FY 2021-22 ANNUAL WORK PROGRAM
GENERAL ADMINISTRATION DIVISION
Role of the Division
The General Administration Division is responsible for providing direct support to the City Council in developing and executing policy by directing and coordinating the o perations of the City and providing leadership and direction to all City Departments. The City Manager is responsible for managing day-to-day operations of the City.
Division Staffing and Structure
When all positions are filled, staffing in the General Administration Division is comprised of the City Manager (1 FTE), the Assistant City Manager (1 FTE), an Assistant to the City Manager (1 FTE), a Management Analyst (1 FTE), an Executive Assistant (1 FTE), and a Management Assistant (0.25 FTE1), and for a total of 5.25 FTE employees. The organizational chart for the General Administration Division is as follows:
Figure 2: General Administration Division Structure
1 The 0.25 FTE Management Assistant is a full -time position shared with General Services Department.
This position has historically provided support to the General Administration Division of the City Manager’s Office and has been added to this years Work Program to better reflect the actual position allocation.
City Manager
Assistant City
Manager
Management
Analyst
Management
Assistant
(0.25 FTE)
Assistant to the
City Manager
Executive
Assistant
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Workload Considerations
As the projects and initiative s of other departments increase , so does the General Administration Division workload. The workload also varies as unplanned events occur that require immediate, and sometimes prolonged, response . The division has been beyond capacity for the last several years.
In July of 2021, several organizational changes were approved by the City Council that impact the General Government division including the following:
- Public Safety functions , including Police Services, An imal Services, and County Fire District Liaison were moved from Neighborhood Services to the City Manager Department. This change increased the General Government workload by adding direct oversight of the Santa Barbara County Sheriff and Animal Services Contracts and the associated responsibilities such as contract ne gotiation, invoicing and compliance reporting . The City Manager and her staff regularly interface directly with the Police Chief and communicate with the City Council and the public about law enforcement incidents. The Santa Barbara County Fire District liaison responsibility involves attending regular meetings, and liaising on issues such as ambulance services, emergency response, fire station services in city limits, incidents in and around Goleta, and fuel reduction. Oversight of the Public Safety and Emergency Preparedness Committee was also transferred to the City Manager Department.
- Economic Development functions were moved from Neighborhood Services to the City Manager Department . Responsibilities include oversight of the Economic Development and Revitalization Committee, the development and implementation of the Economic Development Strategic Plan , participation in the Goleta Entrepreneurial Magnet (GEM), etc.
- A new General Services Department was created. While this department is expected to help address workload pressures and unmet needs throughout the organization, it does create an additional department for the City Manager Department to oversee. It also resulted in the reallocation of 50% of a Management Analyst’s time away from the General Administration Division (-0.5 FTE) to the new General Services Department to assist with that workload. - Other much-needed staff were added to operational departments both in Fiscal Year 2021-22 and Fiscal Year 2022-2023 (proposed), which increase the workload for all of the City’s administrative divisions , including the General Administration Division.
Finally, the anticipated transition of the current City Manager to retirement, and onboarding of the new City Manager in Fiscal Year 2022 -23 is anticipated to a ffect the additional workload that can be absorbed by the General Administration Division of the City Manager’s Department.
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Projects and Programs/Ongoing Work Efforts
Table 1 below lists the ongoing responsibilities and programs the General Administration Division carries out on an ongoing basis, regardless of special studies, analyses and projects the Division is tasked with throughout the year. The table also does not reflect any work efforts associated with responding to and managing unplanned or emergen cy events.
Table 1: Ongoing Projects and Programs, FY 2022-23
CURRENT ONGOING WORK EFFORTS, PROJECTS AND
PROGRAMS
STAFF
FTE
ADMINISTRATIVE 2.50
Providing administrative support to the City Council
Providing management and oversight of all City departments and functions, including the new General Services Department
Department staff supervision
Budget management
Tracking, managing and reporting City Council requests
Contract management
Coordinating/Scheduling meetings
Ensuring transparency of City finances, communications, operations, policies and programs
City Council meeting agenda forecasting, management and production Managing organizational needs and ensuring a positive, productive, transparent and responsive organizational culture
PROGRAMS 2.0
Economic Development
Public Safety (Law Enforcement, Animal Services, Fire Liaison) Performance Measurement Program oversight and updates
Strategic Plan oversight and updates
Oversight of the City’s Legislative Advocacy Program, Legislative Platform and lobbyists
Oversight of outside agency issues impacting Goleta
Oversight of departmental and agency-wide work programs SPECIAL PROJECTS 1.5
Conducting special analyses, studies, assessments and surveys as directed by the City Council
Drafting of policies, programs, resolutions and ordinances as needed to carry out City Council direction
Development and implementation of various policies per City Council direction
Oversight of the LEAD Goleta Program
TOTAL FTE SUBSCRIBED 6.0
TOTAL DIVISION STAFF* 5.25
CURRENT AVAILABLE CAPACITY* -0.75
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Key Accomplishments and Milestones
Over the past year, the General Administration Division of the City Manager’s Department can point to several complete and near-complete initiatives. It should be noted that due to the COVID-19 pandemic, many of these work efforts were interrupted and delayed as staffing efforts shifted to responding to the pandemic.
Table 2: Key Accomplishments and Project Milestones, FY 2021-22
PROJECT STATUS
COVID-19 Emergency Response - Participated in Federal,
State and County coordination efforts to reduce impacts of the virus.
Ongoing
Investigated and implemented the use of an Internal
Revenue Code section 115 trust to help better manage the short-term costs and long -term liabilities associated with the City’s pensions in coordination with the Finance
Department.
Completed
Conducted a public district drawing process in coordination with the City Clerk’s Office and assisted the City Council to select a district map and election sequencing for the City’s first by-district elections in November 2022.
Completed
Concluded negotiations for new two-year labor agreements with SEIU, Local 620, for the General and Miscellane ous bargaining units in conjunction with Human Resources.
Completed
Oversaw the process to explore possible tax measure
options for the November 2022 election in conjunction with the Finance Department including conducting a formal
analysis of revenue enh ancement opportunities , and an analysis of cannabis tax revenue streams (HdL,
consultant).
Nearly Completed
Presented a Capital Improvement Plan funding analysis
(Urban Futures, consultant) in conjunction with the Finance Department.
In Progress/Upcoming
Created a new General Services Department and worked
with the new department staff to prepare and present and initial budget and work program.
Completed
Hired and onboarded two new Department Heads: the
General Services Director and the Neighborhood Services Director.
Completed
Conducted two rounds of new polling related to a potential sales tax measure for the November 2022 election. Completed Development of a Diversity Equity and Inclusion plan. In Progress (affected by employee turnover)
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PROJECT STATUS
Adopted a Project Labor Agreement Policy and entered
negotiations with labor representatives over a master
Project Labor Agreement.
Completed/Ongoing
Partnered with the City of Santa Barbara to complete a
Childcare Study overseen by the United Way of Santa
Barbara County as part of an ongoing effort to explore
opportunities to improve the availability of affordable childcare.
Completed
Held Council Workshops on the Goleta Community Center
in August 2021 and February 2022 with a comprehensive
update on the status of the facility and related capital projects, and the results of a public outreach process.
Completed
Created a Management Plan, approved in February 2022,
to guide the City’s assumption of direct management of the Goleta Community Center in Fiscal Year 2022-23.
Completed
Submitted a successful request for $3 Million in federal funding needed to complete the Goleta Community Center
seismic and ADA upgrades capital improvement project.
Completed
Issued an April 2022 RFP for consultant services for the upcoming Goleta Community Center strategic planning
process.
Completed
Oversight of Old Town Visioning Process, coordinated with the Planning (Lead), Public Works and Neighborhood
Services departments
In process. Delayed due
to the completion of the
NZO adoption and
COVID-19 pandemic
Conducted an RFP process and selected a new state
lobbyist. Completed
Conducted an RFP process and selected a consultant to
assist with the upcoming Economic Development strategic planning effort.
Completed
Develop Stow Grove use policy. In-Progress
Develop a public art installation policy. In-Progress
Assist the Public Works Department in the development of a staffing plan and hiring/retention incentives for key vacant professional positions that are difficult to fill.
Completed
Upcoming and Potential New Work Efforts, Projects and Programs Throughout FY 20 21-22, the General Administration Division continue d to support the ongoing work efforts as described above in Table 1 . However, a number of new work efforts, projects and programs have been identified, either by the City Council or the City Manager, and have been included in Table 3 below. These items are proposed as additions to the Division’s work program for FY 20 22-23. Items that have a “TBD” designation in the estimated completion date are dependent on the completion of other 14 11
work efforts. Staff is seeking Council approval to add these items to the Div ision work program and will prioritize resources to complete current projects to free up capacity to take on new additional projects and work efforts as the fiscal year progresses.
Table 3: Upcoming and Potential New Work Efforts, Projects and Programs
UPCOMING AND POTENTIAL NEW PROJECTS AND
PROGRAMS STARTING IN FY 2021-22
ESTIMATED
COMPLETION
STAFF
FTE
TOTAL PROGRAM STAFF 5.25
CURRENT STAFF SUBSCRIBED 6.00
Support the new City Manager in becoming familiar with
the City of Goleta, its elected officials, its employees, its programs and projects, and the issues important to its
residents.
TBD 0.025
Oversee the development of a citywide Diversity, Equity and Inclusion Plan. This work will be completed in
coordination with Human Resources/Risk Management
division staff.
December
2022 0.05
Explore possible affordable childcare policies and/or
programs in coordination with the Planning Department,
Neighborhood Services Department, Finance Department,
and the City Attorney’s Office (continuing effort).
December
2022 0.05
Finalize negotiations and implement the first Project Labor Agreement for the Goleta Community Center seismic and
ADA projects.
December
2022 0.05
Assist PER in reviewing the department organization and recommending organizati onal changes , in coordination
with Human Resources
December
2022 0.025
Assist the Neighborhood Services Department in
assuming direct management of the Goleta Community
Center and provide transition support.
January 2023 0.10
Conduct a Goleta Community Center Strategic Planning
Process in coordination with Council’s Ad Hoc Committee and the Neighborhood Services Department.
April 2023 0.05
Oversee the development and implementation of the
Economic Development Strategic Plan in coordination with Neighborhood Services and Finance.
April 2023 0.25
Conduct a review of the City’s boards’ and commissions’ purpose, scope and duties to ensure compliance with
Council policy, and recommend amendments if necessary.
April 2023 0.05
Consideration of either a bond, an I-bank loan, or other tool (certificates of participations), in order to finance
infrastructure projects that are unlikely to qualify for grants, and where the infrastructure is likely to degrade further as time goes on, thereby increasing costs to rehab and repair.
June 2023 0.025
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UPCOMING AND POTENTIAL NEW PROJECTS AND
PROGRAMS STARTING IN FY 2021-22
ESTIMATED
COMPLETION
STAFF
FTE
This work task will be done in coordination with the Finance Department.
Complete a Noise Ordinance and present it to Council. June 2023 0.05 Oversight of Tenant Protections Ordinance Developm ent, in coordination with the Planning Department. TBD 0.025 Oversight of Old Town Visioning Process, coordinated with the Planning, Public Works and Neighborhood Services
departments.
TBD 0.025
Oversight of Finance Department Assessment. TBD 0.025
Implement an online Performance Measurement tool for
improved usefulness and transparency. TBD 0.025
In coordination with Parks and Open Space (PW)
encourage and help facilitate public trail access from the community to the rural foothills and mountainous areas of the Los Padres National Forest.
TBD 0.025
Coordinate and oversee the effort to e ncourage and/or
provide incentives for Goleta employers to provide new
housing for their employees near the employers’ workplace (in coordination with PER).
TBD 0.025
In coordination with PER explore options to s upport
organizations, programs, and policies that facilitate
affordable housing for members of the Goleta workforce, such as first responders, teachers, and nurses.
TBD 0.025
Coordinate with Parks and Open space in PW to explore
ways to en list our residents to actively participate in a crowd-sourcing program to collect information on our urban forest.
TBD 0.025
Conduct an After Action Review (ARR) related to the City's COVID-19 response with departments Citywide TBD 0.05
Negotiate a shared use agreement for recreation
resources with the local school districts in coordination with the Neighborhood Services department
TBD 0.025
Phase 1 – STVR Program - Award contract for STVR
ongoing monitoring and compliance, including review and analysis of the STVR program and implement the resulting ongoing monitoring and compliance process . (In
coordination with the Finance department)
July 2022 0.025
Phase 2 – STVR Program - Review and analyze STVR
data and work with consultants and City staff in evaluating the overall STVR program and discuss results and findings with City Council. Receive feedback on policy direction and potential STVR ordinance u pdates from City Council (In coordination with the Finance department)
TBD 0.025
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UPCOMING AND POTENTIAL NEW PROJECTS AND
PROGRAMS STARTING IN FY 2021-22
ESTIMATED
COMPLETION
STAFF
FTE
Phase 3 – STVR Program – Depending on outcome of
Phase 2 and City Council direction, work with City
Manager’s Office and City Attorney’s Office in updating the STVR ordinance and program changes for Council
consideration and implement after approval. (I n
coordination with the Finance department)
TBD 0.025
Conclude FY 2022 -23 Police Services Contract Cost
Mediation TBD 0.05
Evaluate the need for an additional detective, an additional motors unit officer and an additional substation, and
negotiate a FY 2023 -24 contract for law enforcement
services with the Santa Barbara County Sheriff’s Office June 2023 0.05
TOTAL 1.175
PROJECTED AVAILABLE STAFF CAPACITY FY
2019/20* -1.925
*It should be noted that as projects get completed, staff capacity will be increased if no new items are added.
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FY 2021-22 ANNUAL WORK PROGRAM
CITY CLERK DIVISION
Role of the Division
The City Clerk is the local public official who administers democratic processes such as elections, access to City records, and all legislative actions ensuring transparency to the public. The City Clerk serves on the City’s executive management team. The City Clerk acts as a compliance officer for federal, state, and local statues including the Political Reform Act, the Brown Act, and the Public Records Act. The City Clerk Division provides administrative support to all departments for the City Council agenda process, records management, and commission liaison training. The City Clerk’s Division also manages the citywide records retention program.
The City Clerk serves as the election official for the City and oversees all duties related to candidate nomination, ballot measure arguments, as well as the initiative, referendum and recall processes. The Division also manages the City’s Conflict of Interest Code which includes serving as the filing officer for over one hundred Form 700 filers.
The City Clerk also serves as a liaison between the public and the City Council. The City Clerk provides easy access to information and serves as a guide to open participation in the decision- and policymaking process. The City Clerk is often the first person a member of the public contacts when seeking assistance from the City Hall.
City Clerk Division Staffing
The City Clerk’s Division includes three full-time positions, the City Clerk (1 FTE) and two Deputy City Clerks (2 FTEs). This equates to approximately 6,240 hours of staff time per fiscal year. Available staff capacity is a fundamental constraint to the work that the Clerk’s Division can undertake.
Figure 3: City Clerk Division Structure
City Clerk
Deputy City Clerk Deputy City Clerk
18 15
The Clerk’s Office is requesting an additional 1.0 FTE Public Records Specialist as part of the Fiscal Year 2022-23 Budget process.
Workload Considerations
The City Clerk Division staff prepare and distribute City Council agendas, attend City Council meetings, record all Council legislative actions and proceedings in meetings, and execute and record ordinances, resolutions, and minutes. The Division also provides training, and guidance to the liaisons of the Planning Commission, Design Review Board, Parks and Recreation Commission, Public Engagement Commission, Public Tree Advisory Commission and the Library Advisory Commission meetings, to ensure that the liaisons properly notice, record and communicate all actions taken by those bodies.
As the projects and initiatives of other departments increase, so does City Clerk Division workload. More special meetings and workshops of the City Council and its boards, commissions and committees in response to the growing workload across the organization directly correlates with an increase in volume of work for the Clerk Division.
The Division was over capacity in FY 2021-22, attending meetings and providing detailed minutes for the increasing number of City Council meeting and workshops, providing one- on-one training to liaisons to all of the City’s Boards and Commissions, and processing an increase in the volume of public records req uests and contract administration duties.
Staff are propos ing a new position for Fiscal Year 2022 -23 that would take on records management functions, alleviating the excess workload and backlog in this area and allowing other Division staff to focus on other key responsibilities.
With the adjustment to virtual meetings due to the COVID -19 pandemic, the City Clerk’s Division workload significantly increased, since staff must be present and run each virtual meeting using the City’s virtual meeting platform. As we transition to a permanent hybrid in person/remote meeting model, allowing the City Council, board and commissioners to meet in person while still allowing consultants , the public , and staff to participate remotely, this workload related to the virtual meeting platform will become permanent.
A major additional work effort in FY 2021 -22 was overseeing the public outreach and district drawing processes for the implementation of district elections for the November 2022 General Election, including working with the Public Engagement Commission in this effort. Additional work related to the move to electoral districts is expected in FY 2022 -
23. Projects & Programs/Ongoing Work Efforts
The table below lists ongoing projects and programs within the current scope of the Division.
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Table 4: Projects and Programs, FY 2022-23
CURRENT ONGOING WORK EFFORTS, PROJECTS AND
PROGRAMS
STAFF
FTE
MEETINGS/BOARDS/COMMISSIONS/COMMITTEES 1.46
Monitor/review Council reports in the Agenda Review Workflow System Produce City Council agenda packets including early release packets Produce Agenda Forecast for City Manager/Mayor and Mayor Pro Tempore Agenda Review
Clerk and Prepare Minutes for City Council, Successor Agency to the Goleta Redevelopment Agency meetings, and oversee the production of minutes for Parks and Recreation Commission, Public Engagement Commission, Public Tree Advisory Commission and the Library Advisory Commission
ADMINISTRATION 1.4
Process City Council and Planning Commission resolutions Process ordinances
Oversee the Goleta Municipal Code updates/supplements
Oversee the publication of public hearing notices and recruitment notices Oversee Government Access Channel 19, airing the meetings of City Council and applicable boards and commissions, and coordinating other content and information programming with Community Relations and City Departments
Oversee City Council Chamber audio visual equipment and schedule maintenance and upgrades of equipment as necessary
Administer recognition requests
Standing Committee Administration – provide support for Committee liaison: web posting, community calendar posting, Brown Act compliance, and proper meeting procedures
Conflict of Interest Code - The state req uires the City to maintain and update a Conflict -of-Interest Code which designates the employees, elected officials, commissioners and consultants that are required to file Form 700 Statements of Economic Interests. Form 700 - Statement of Economic Interest s - There are over one hundred elected officials, employees, commissioners, and consultants who file a Form 700 with the City Clerk. The City Clerk coordinates reminders, administers the E-filing system, and conducts compliance audits.
Agenda Support – The City Clerk’s Division, trains new hires and current employees and liaisons to City boards and commissions on how to utilize our agenda management software including Legistar, Media Manager, GovDelivery, Vision Live, Channel 19 scroll and Adobe Acrobat.
Budget - The Clerk staff manages a division budget throughout the fiscal year
AB1234 Ethics Training Compliance - Ethics training is required under state law for certain elected or appointed officials. The City Clerk is
20 17
CURRENT ONGOING WORK EFFORTS, PROJECTS AND
PROGRAMS
STAFF
FTE
responsible for the notification, filing, tracking, and follow up enforcement related to the biennial ethics training requirement.
Attend City bid openings , as required by the Goleta Municipal Code Chapter 3.05 and state law.
Notarize documents on an as-needed basis.
Virtual Council Chambers –provide virtual meeting support for City Council, Planning Commission, Design Review Board, Public Tree Advisory Commission, P arks and Recreation Commission, Public Engagement Commission, and Library Advisory Commission using the City’s virtual meeting platform.
RECORDS MANAGEMENT 1.0
Establish and update records retention policies, train employees and elected and appointed officials on records policies, oversee records destruction processes.
Maintain centralized physical and computerized records storage and management systems.
Respond to internal and external information and research queries and Public Records Act requests.
Maintain records of all City contracts - processing, imaging and storage.
Maintain the master paper and electronic filing of City projects and property development records.
Inspection and transport of property records to County Recorder’s Office.
ELECTIONS 0.44
Election Administration - The City Clerk has numerous official duties that are required by the State Elections Code.
TOTAL FTE SUBSCRIBED 4.30
TOTAL DIVISION STAFF 3
CURRENT AVAILABLE CAPACITY* -1.3
The Division is oversubscribed, but the approval of the Records Specialist position requested for Fiscal Year 2022-23 would alleviate that excess workload.
Key Accomplishments and Milestones
Over the past year, the City Clerk Division of the City Manager Department can point to several complete and near-complete initiatives:
Table 5: Key Accomplishments and Project Milestones, FY 2021-22
PROJECT STATUS
Oversee a public engagement and electoral district drawing process for the implementation of district elections for the November 2022 General Election.
Completed
Implemented the online NetFile system for Form 700 filings by staff and elected and appointed officials.
Completed
21 18
PROJECT STATUS
Updated the Chamber Audio Visual Equipment to replace outdated and obsolete technology related to recording and/or broadcasting of Council and Commission meetings held in the chamber or virtually.
Completed
Processed over 244 Council reports and distributed at least 5 days prior to meeting
Completed
Processed within 5 days of City Council action: 41 Resolutions and 12 Ordinances
Completed
Processed 99 recognition requests Completed
Processed 9 updates to the Goleta Municipal Code Completed Oversaw the publication and filing of 92 notices Completed Entered, tracked, and closed 190 Public Records Requests within 10 days of the request
Completed
Prepared or reviewed and approved 80% of meeting minutes for the City Council, Public Tree Advisory Commission, Parks and Recreation Commission, Public Engagement Commission and the Library Advisory Commission by the next meeting.
Completed
Executed, imaged and filed 166 Contracts approved by the City Council. Completed Provided support to twenty (20) boards, commissions and committees made up of 51 different individuals (list of the board, commissions and committees is in Table 3 below)
Completed
Recruited 2 Standing Naming Committee Members, 1 Santa Barbara County Library Advisory Committee Member, 7 Public Engagement Commission Members, 1 Planning Commissioner, 1 Parks and Recreation Commissioner, 2 Library Advisory Commissioners, 3 Design Review Board Members and 1 Mosquito and Vector Management District of Santa Barbara County, total for these commissions is 23.
Completed
Table 6: City Boards and Commissions
BOARDS AND COMMISSIONS DEPARTMENT/LIAISON
Design Review Board Planning and Environmental Review
Planning Commission Planning and Environmental Review
Parks and Recreation Commission Neighborhood Services and Public Safety
Public Tree Advisory Commission Public Works
Public Engagement Commission City Manager/Community Relations Library Advisory Commission Library
Mosquito and Vector Management District of
Santa Barbara County
Public Works
Santa Barbara County Library Advisory
Committee
Library
Economic Development and Revitalization
Standing Committee
Standing Committee
Neighborhood Services and Public
Safety
Energy/Green Issues Standing Committee Planning and Environmental Review/ Sustainability
22 19
BOARDS AND COMMISSIONS DEPARTMENT/LIAISON
Finance and Audit Standing Committee City Manager/Finance Naming Standing Committee City Manager
Ordinance Review Standing Committee City Manager/City Clerk Public Safety & Emergency Preparedness
Standing Committee
Neighborhood Services and Public
Safety
City Hall Facilities Standing Committee City Manager
Goleta Beach Park Standing Committee City Manager/Neighborhood Services and Public Safety/Planning and
Environmental Review
Town and Gown Standing Committee City Manager
Solid Waste Issues Standing Committee Public Works/Environmental Services Grant Funding Review Standing Committee Neighborhood Services and Public Safety
Homelessness Issues Standing Committee
Standing Committee
Neighborhood Services and Public
Safety
Upcoming and Potential New Work Efforts, Projects and Programs Throughout FY 2022-23, the City Clerk Division will continue to support the ongoing work efforts as described above in Table 1. As time and staff capacity allow, the Division, staff will prioritize its resources to complete current projects to free up capacity to take on other projects and work efforts as the fiscal year progresses. Table 4 below contains potential additional work efforts that the Division may be able to complete if capacity permits.
Table 7: Upcoming and Potential New Work Efforts, Projects and Programs
UPCOMING AND POTENTIAL NEW WORK
EFFORTS, PROJECTS AND PROGRAMS
STARTING IN FY 2020/21
ESTIMATED
COMPLETION FTE
TOTAL PROGRAM STAFF 3
CURRENT STAFF SUBSCRIBED 4.3
Implement the NetFile system for campaign filing Jul-22 0.02 Update the Citywide Records Retention Schedule that
was initially adopted via Resolution No. 13-52 and
incorporate a file structure for city-wide files.
Jul-22 0.05
Conduct public outreach and education about the new
system of district elections to ensure a smooth
transition in conjunction with the Community Relations
Division.
Sep-22 0.05
23 20
Implement a Contract Management Program to
improve City staff’s ability to monitor and update
contract requirements (e.g., insurance certifications,
expiring terms, etc.), as needed, through automation.
Nov-22 0.30
Agenda Report Indexing Project: The goal of the
project is to have the complete meeting record (Staff
Reports, Minutes, Resolutions and Ordinances)
publicly available through Records Online. Final
ordinances and resolutions are not currently attached
to the agenda files, and this will provide the public with a more complete record of the action taken.
TBD– as time
and resources
allow
0.05 Commissioner Manuals: Work with the City Attorneys to create a Commissioners’ Manual.
TBD – as time
and resources
allow
0.02 Research options for a Citywide Enterprise Content Management System (ECM) in coordination with
General Services
TBD- as time
and resources
allow
0.25 TOTAL 0.74
PROJECTED AVAILABLE STAFF CAPACITY FY
2021-22* -2.04
*It should be noted that as projects get completed, staff capacity will be increased if no new items are added.
24 21
FY 2022-23 ANNUAL WORK PROGRAM
COMMUNITY RELATIONS DIVISION
Role of the Division
The purpose of the Community Relations Division within the City Manager Department is to provide accurate and timely information and education for the City of Goleta’s many programs, projects and events to all internal and external constituencies and the media.
The Division executes the City’s messaging in various forms of communications and seeks to use new technologies as available. The Division is also responsible for supporting community participation, providing emergency public information and creating content for all the City’s informational tools, including the website and social media . The Community Relations Manager serves as the City’s spokesperson and provides support to the City Manager, City Staff, Mayor and City Council with speeches, research and community outreach activities. The division participates in citywide Diversity, Equ ity and Inclusion efforts, with a focus on communications, including engagement of the Spanish- speaking community. Other responsibilities include implementing the employee engagement activities, research and preparation of Public Engagement Commission materials and special projects for the City Manager and Assistant City Manager.
Community Relations Division Staffing
The Division includes one full-time Community Relations Manager (1 FTE), one part-time Community Relations Management Assistant (.75 FTE) and a new part -time Spanish Engagement Specialist at the Management Assistant level (.25 FTE). The division currently has a total staff capacity of 4,160 hours per year (2.0 FTE). Taking on new projects in this division is possible only to the extent that staff has capacity or new staffing resources are dedicated.
Figure 4: Community Relations Division Structure
Community Relations
Manager
Managment Assistant
(0.75 part-time)
Management Assistant
(0.25 part time)
25 22
The department is requesting that the .25 FTE Management Assistant position go full- time in FY 22/23. Human Resources is also evaluating a title change for these positions to better reflect specialized duties and qualifications.
Workload Considerations
The City has been increasing its general outreach efforts exponentially over the last several years to much acclaim from residents and stakeho lders throughout the south coast. As the projects and initiatives of other departments increase, so does the Community Relations Division (CRD) workload.
The workload also varies as unplanned events occur. In FY 2019-20, 2020-21, and 2021- 22, the COVID-19 pandemic had significant impacts on the CRD workload. The CRD worked long hours to keep the community informed on the latest information on everything from daily COVID-19 number updates, changing guidelines, grant assistance, video me ssages, updating the dedicated COVID -19 webpage, and creat ing uplifting campaigns to rally community support.
On a more permanent basis, when the City Manager Department took over direct management of the Public Safety function in August 2021, Community Relations staff took on responsibility as the Sheriff’s point of contact for incident communications after hours, which affects the workload of the Division.
This year, staff reinstated prior funding that had been allocated for Professional Services for Spanish Language Outreach and redirected those funds for a part -time Bilingual Management Assistant position ( 0.25 FTE) specifically for Spanish translation services and to implement in-house outreach programs for the Spanish-speaking community. The addition of this support has been extremely valuable, but there is a need for even greater support for the Spanish-speaking community and other Community Relations work efforts than what the position’s current ten hours per week can provide.
Staff is requesting to increase the existing part -time Management Assistant (currently
0.25 FTE) position performing Spanish engagement to full time, for a total additional staff capacity of 0.75 FTE, to address increases in existing workload and potential future workload that cannot be met with current resources. This would include:
Increasing City engagement/involvement with the Spanish-speaking community.
Devoting more time to ongoing efforts to upgrade and improve the organization, layout, content and interactivity of the City’s website. Increasing the City’s social media presence, particularly on Instagram Maintaining and creating new relationships for the City with outside agencies, especially those focusing on the Spanish-speaking community Holding in-person community outreach events such as Coffee in Old Town in order for the Spanish-speaking community to “put a face” to the City of Goleta 26 23
Growing the “Goleta en Español” list in GovDelivery encouraging the Spanish- speaking community to sign up for information from the City Being increasingly available to translate and present City videos in Spanish Helping to keep the #GoodLandGoodShopping program going and reaching the Spanish-speaking business owners and community to encourage shopping local
Supporting the Goleta Community Center with its outreach efforts and, based on available funding, assisting the Goleta Valley Library with special projects.
Projects & Programs/Ongoing Work Efforts
The table below lists projects and programs within the current scope of the Division. This table does not include unplanned work, e.g., efforts in support of emergency operations and unanticipated events.
Table 8: Projects and Programs, FY 2021-22
CURRENT PROJECTS AND PROGRAMS STAFF
FTE
ADMINISTRATIVE 0.15
Interdepartmental coordination and support
Provide website training and support to staff
PUBLIC OUTREACH & CITIZEN ENGAGEMENT 1.50
Public outreach, including press releases for City projects, programs, and events
Monthly Newsletter (Monarch Press)
Videos for specific projects and community messages
Goleta TV/Channel 19 videos and slides
Social Media Campaigns to increase community engagement City Council agenda summaries
Public Engagement Commission (PEC)
Website Design and Content Management
Oversee Website (add new content, edit pages, and keep the site current) Management of all public outreach tools including the City’s websites, GovDelivery, Nextdoor, and social media
Library support: press releases, Reading Corner e-newsletter, and website Media Relations: relationship development, affirmative outreach, and response to media inquiries.
Response to public inquiries
Design and deliver community-specific outreach programs for Goleta’s Spanish-speaking community.
Ongoing special initiatives: #GoodlandGoodShopping/GiftBar; Central Coast Community Energy (3CE); Project Noticing Plan
Coordinating A-Frame signs and light post banners
ANNUAL SPECIAL EVENTS 0.40
State of the City
27 24
CURRENT PROJECTS AND PROGRAMS STAFF
FTE
Community State of the City
Project-related Special Events (e.g., information events, ribbon-cutting ceremonies, etc.)
Support Community Events (Lemon Festival, Dam Dinner, etc.) OTHER DUTIES 0.30
Emergency public information planning and crisis communications for City, and in coordination with the County
Employee engagement and recognition events and efforts
Special projects for the City Manager and Assistant City Manager Emergency on-call City of Goleta contact
DEI Team member and language initiative coordination
TOTAL SUBSCRIBED 2.35
DIVISION STAFF * 2.00
CURRENT AVAILABLE CAPACITY -0.35
Increasing the hours of current part -time staff, as requested though the FY 2022 -23 Budget process, would both alleviant the excess workload for current efforts, and allow expanded outreach as explained under “Workload Considerations”, above.
Key Accomplishments and Milestones
Over the past year, the Community Relations Division of the City Manager Department can point to several complete and near-complete initiatives as shown in Table 2 below.
Large accomplishments that should be noted separately include the City’s 20 Year Birthday Celebration and Reflections Video, District Elections and #GoodLandGoodShopping. Each of the se involved a compreh ensive outreach strategy and implementation.
Every year the Community Relations division increases our outreach. The chart below provides an overall summary of the tools we use and compares them vs. prior fiscal years Table 9: Fiscal Year Outreach Comparison
FY 2020 / 2021 FY 2019 / 2020 FY 2018/2019
GovDelivery
Subscribers
22,984 19,265 13,114
GovDelivery Bulletins
sent
1,254 679 380
Website Users 1,217,546 141,850 113,303
Desktop Traffic 94.31% 55.84% 57.31%
28 25
Mobile Traffic 5.35% 39.90% 36.50%
Press Releases 183 122 28
Monarch Press Total
Articles
303 (11 issues) 181 (10 issues) 117 (10 issues)
Facebook Followers 5,327 4,824 4,345
Facebook Posts 1,234 1,039 895
Twitter Followers 3,628 3,002 2,726
Tweets 1,074 956 876
Instagram Followers 1,700 1,457 N/A
Instagram Posts 34 131 N/A
Nextdoor Bulletins 744 418 100
Videos 28 18 16
Table 10: Key Accomplishments and Project Milestones, FY 2021-22
PROJECT STATUS
Planned and executed an elaborate 20 th Birthday
Celebration for the community
Completed
20 Year Reflections Video with 15 current and former
Mayors, Councilmembers, Goleta Now founders, and first
City Manager
Completed
Coordinated events: Return of the Goleta Holiday Parade and unveiling of the Library Book Van Ribbon Cutting
Completed
District Elections “Draw Goleta” campaign including
educating the public before the November 2022 election
re: sequencing and new process
Completed/Ongoing
Hired the first-ever Spanish Engagement Specialist for the City
Completed
Coordinating In-Person Community State of the City (April 2022)
Completed
Website redesign: working with Granicus on new design
for City site and Library site and a photographer for
enhanced imagery, cleaning up webpages and assisting
staff with their department pages
Ongoing
Leading the effort on Goleta’s Next 20 campaign Ongoing 29 26
Launched the #GoodLandGoodShopping and GiftBar gift
card program to e ncourage the community to think local first when shopping, dining, or purchasing services
Completed/ongoing
Upcoming and Potential New Projects
Throughout FY 2022 -23, the Community Relations Division will continue to support the ongoing work efforts as described above in Table 1. However, several new work efforts, projects and programs have been identified, either by the City Council or staff, and have been assembled in Table 3 below. These items are proposed as additions to the Division’s work program for FY 2022-23. Staff is seeking Council direction on whether to add these items to the Division work program. R esources will be prioritized to complete current projects and to free up capacity to take on new projects and work efforts as the fiscal year progresses.
Table 11: Upcoming and Potential New Work Efforts, Projects and Programs
UPCOMING AND POTENTIAL NEW
WORK EFFORTS, PROJECTS AND
PROGRAMS STARTING IN FY 2022-23
ESTIMATED
COMPLETION
STAFF FTE
TOTAL PROGRAM STAFF 2.00
TOTAL STAFF SUBSCRIBED 2.35
Launch revamped website (City and Library) Q1 0.15
Expand local gift card program as part of
#GoodLandGoodShopping with GiftBar Q1-4 0.10
District Elections Outreach in cooperation
with the City Clerk Division for November
2022 elections
Q1-2 0.05
Community outreach on Goleta’s Next 20
priorities Q1-2 0.05
Pilot a Resident Outreach Program in
Spanish similar to “LEAD Goleta” Q4 0.10
Hold a 3 rd LEAD Goleta Community
Academy Q3 0.10
Assist DEI Officer with a language equity plan
and other initiatives Q1-4 0.05
Goleta Community Center Management
take-over programming outreach Q3-4 0.05
CIP Project Outreach ( e.g., Ekwill-Fowler,
San Jose Creek Bike Path, Community
Garden)
Q1-4 0.10
Mayor and Council Employee Appreciation
Breakfast Q3 0.025
30 27
Use the Spanish Engagement Specialist in
all outreach efforts for the work efforts of all
the Departments
TBD TBD
TOTAL 0.775
PROJECTED AVAILABLE STAFF
CAPACITY FY 2022-23 -1.125
31 28
FY 2022-23 ANNUAL WORK PROGRAM
HUMAN RESOURCES/RISK MANAGEMENT DIVISION
Role of the Division
As part of a reorganization in July 2021, the former Support Services Division was refocused toward c ore human resources and risk management functions. The newly named Human Resources/Risk Management Division provides operational support to all departments in the areas of human resources and risk management, and provides City Hall reception and administrative support, including purchasing office supplies.
Human Resources is responsible for maintaining equitable systems of classification and compensation, administer ing employee health and welfare programs, conduct ing recruitments and employee selection and orientation, providing the workforce with internal and external training and development opportunities, monitor ing performance management, ensuring compliance with employment laws, supporting labor negotiations and administer ing labor agreements, and maintain ing positive emplo yee and labor relations. Human Resources also administers and updates formal policy documents such as the Personnel Rules and the Classification and Compensation Plan.
The Division assists the Assistant City Manager in implementing the City’s Diversity, Equity and Inclusion (DEI) programs citywide, including employment initiatives, but also community-related initiatives touching all City departments and divisions. Staff in this division coordinate the citywide staff Diversity, Equity and Inclusion Team.
Risk management provides for the protection of the City’s assets through risk identification, avoidance, resolution, and evaluation of public liability insurance, safety, and loss prevention activities and programs. The Risk Management function includes the worker’s compensation program, employee safety programs and CalOSHA compliance, and administering and updating formal policy documents such as the Injury and Illness Prevention Program (IIPP). The Risk Management function also oversees general liability programs, including ensuring appropriate liability insurance policies and administering claims. Risk Management also coordinates the Employee Safety Committee.
Human Resources/Risk Management Division Organizational Structure and Staffing
The Human Resources/Risk Management Division is staffed with one HR/Risk Manager (1 FTE), one HR Analyst (1 FTE), one HR Analyst/Diversity, Equity, and Inclusion Officer (1 FTE), one part-time Human Resources Assistant (0.5 FTE2), and one part-time Office
2 With the creation of the new General Services Department, the Information Technology, City Hall building maintenance, (contracting and invoice paying) and certain property insurance functions of th e former Support Services Division have moved to the new General Services Department. As a result, the Management Assistant (0.75 FTE) that had been assigned to the former Support Services division was moved to the General Services Department to continue to support those functions. To offset the loss of that position and add capacity to the Human Resources and Risk Management functions, an existing Management Assistant in the Legal Department was allocated part-time (0.5 FTE) as a Human Resources Assistant. That position is a full-time position shared with the City Attorney’s office. 32 29
Specialist (.9 FTE). This results in a total of 4.4 FTEs, or approximately 9,152 hours of staff time per fiscal year remaining in Human Resources/Risk Management.
Figure 5: Human Resources/Risk Management Structure
Workload Considerations
As other departments bring on additional staff, there is a corresponding increase in Human Resources/Risk Management’s workload. The number of City staff has been steadily increasing as the City matures.
The workload also varies in response to unplanned or emergency situations. During the COVID-19 pandemic, Human Resources/Risk Management responded to implement exposure control and remote work policies and programs, in addition to its normal workload. With the lifting of a year-long hiring freeze and the addition of new staff positions in Fiscal Year 2021-22, the department engaged in an unprecedented recruitment effort, temporarily augmented with additional Human Resources staff support. This additional workload has subsided now, but future COVID-19 variants or other emergencies may require additional work in the future.
In Fiscal Year 2020 -21, Human Resources assumed responsibility for supporting the City’s Diversity, Equity and Inclusion (DEI) Initiative, resulting in an addition al 0.25 FTE of anticipated ongoing workload without an increase in staffing, though one position was upgraded in recognition of these higher -level duties. Staff have not been able to devote as much attention to these efforts as they would like, due to staff turnover and the ongoing COVID pandemic.
HR/Risk Manager
HR Analyst HR Analyst/DEI Officer
Human Resources
Assistant
(0.5 FTE)
Office Specialist
(0.9 FTE)
33 30
Moving Information Technology and facility -related functions to the General Services Department will help to focus this division on its core Human Resources , and Risk Management functions and should allow the implementation of an improved employee training and development program, increased attention to Diversity Equity and Inclusion initiatives, and enhanced ability to coordinate safety training centrally. Further, t he Finance Department has received approval to add a Payroll Specialist to their staff, which will also go a long way to increasing capacity in the Human Resources/Risk Management Division, as many of the payroll and benefit enrollment and processing functions had been performed by Human Resources staff but will now be moving permanently to the Finance Department. As with any reorganization, we will need to monitor resulting workloads and staffing needs carefully.
Projects & Programs/Ongoing Work Efforts
The table below lists projects and programs within the current scope of the Division. This table does not include unplanned work.
Table 12: Projects and Programs, FY 2021-22
CURRENT PROJECTS AND PROGRAMS STAFF
FTE
CITY HALL RECEPTION 1.00
Reception/Front Desk Coverage – (36 hours per week)
Centralized Office Supplies Ordering/Inventory
Department Invoice Processing; Budget Support
Contracted Business Services – Printers/copiers, mail/courier HUMAN RESOURCES ADMINISTRATION 2.65
PERSONNEL ADMINISTRATION
Benefits Administration – Health & Welfare, CalPERS, EAP Recruiting & Onboarding – NEOGOV Onboard implementation Compliance with state and federal reporting regulations Payroll Coordination
Performance Management/Annual Evaluations Program
TRAINING AND DEVELOPMENT
New Employee Orientation
Employee Development Training
Supervisory Training
Statutorily Required Training
EMPLOYEE AND LABOR RELATIONS
Classification System and Salary Plan Maintenance
Policy Development/Implementation
Personnel Rules maintenance
Employee Relations (Negotiations, Grievance Resolution, Discipline) Attendance, Leaves of Absence, Accommodations
DIVERSITY, EQUITY AND INCLUSION
Diversity, Equity, and Inclusion Officer duties
34 31
RISK MANAGEMENT 0.65
CJPIA Risk Management Evaluation/Loss Cap Program
Advise Departments on Risk Avoidance/Transfer/Mitigation Claims Process: Track/Manage/Coordinate with Contract Claims Adjustor
Insurance Certificates Processing
Contracts/Agreements Review – insurance requirements
Employee Safety Program/Injury and Illness Prevention Program (IIPP)/Employee Safety Committee
Audit/Update Property Schedule
Annual Renewals for All Lines of Insurance Coverage
Workers’ Compensation Program
CJPIA Training Programs
TOTAL SUBSCRIBED 4.30
DIVISION STAFF 4.40
CURRENT AVAILABLE CAPACITY 0.10
Key Accomplishments and Project Milestones, FY 2021-22
Over the past year, the Human Resources/Risk Management (formerly “ Support Services”) Division of the City Manager Department accomplished several complete and near-complete initiatives:
Table 13: Key Accomplishments and Project Milestones, FY 2021-22
PROJECT STATUS
HUMAN RESOURCES
Negotiated new 2-Year labor agreements with SEIU, Local 620 for the Miscellaneous and General bargaining units in conjunction with the General Government division.
Completed
Conducted AB-1825/SB 1343 Harassment Training for all staff in Q4 2021.
Completed
Conducted Recruitment Process Training for Hiring Managers Completed Led an unprecedented recruitment effort, placing 19 new regular employees and 14 new hourly employees between July 2021 and March 2022
Completed
Monitored and updated the FMLA Childcare Leave Expansion and Emergency Paid Sick Leave Policy for City Employees in response to changes in state and federal law
Completed
Hired and trained a new Human Resources Analyst/DEI Officer Completed
RISK MANAGEMENT
Conducted a Risk Management inspection of the Goleta
Community Center recreation courts
Completed
LEGACY PROGRAMS*
Expanded rollout of mobile computing resources to most staff. Ongoing 35 32
Negotiated a two -year extension to the IT managed services agreement.
Completed
Continued to improve remote access and Work -From-Home (WFH) capabilities to all staff as part of COVID-19 response.
Completed
*Legacy programs for this division are those related to IT. and the City Hall facility that have been since moved to the new General Services Department.
Upcoming and Potential New Projects
The Human Resources/Risk Management Division will continue to support the existing projects and initiatives throughout FY 2022-23 and will complete and/or initiate additional phases of work efforts currently underway. Many of these projects have been planned for some time but delayed by staff turnover and the impacts of the ongoing COVID -19 pandemic.
Table 14: Upcoming and Potential New Work Efforts, Projects and Programs
UPCOMING AND POTENTIAL NEW WORK
EFFORTS, PROJECTS AND PROGRAMS
STARTING IN FY 2022/23
ESTIMATED
COMPLETION
FTE
TOTAL PROGRAM STAFF 4.40
CURRENT STAFF SUBSCRIBED 4.30
CITY HALL RECEPTION
Expand the new supply ordering process and
centrally managed online ordering to all departments
December
2022
0.07 HUMAN RESOURCES
Assist PER in reviewing the department organization
and recommending organizational changes.
September
2022
0.10 Complete rollout of NEOGOV
Insight/Onboard/Perform manager training
September
2022
0.17 Develop/rollout management training program December 2022
0.08 Develop and implement HR Metrics to track division performance
December
2022
0.02 Implement a ‘stay interview’ process September
2022
0.05 Research and select an online benefits enrollment
portal.
March 2023 0.05
TOTAL 0.54
PROJECTED AVAILABLE STAFF CAPACITY FY
2021-22 -0.44
*It should be noted that as projects get completed, staff capacity will be increased if no new items are added.
36 ATTACHMENT 2
FY 2022-2023 City Manager Department Annual Work Program PowerPoint Presentation
37 FY 2022-23
ANNUAL WORK PROGRAM
CITY MANAGER
DEPARTMENT
City Council Workshop
May 9, 2022
Presentation by:
Michelle Greene, City Manager
Kristy Schmidt, Assistant City Manager
38 Purpose of Workshop
Update Council on existing work commitments and progress Review staffing and workload by Division/Program
Propose and consider potential new work projects
Discuss and set City Manager Department work priorities for Fiscal Y
ear 2022-23
May 9, 2022, FY 2022-23 CM Annual Work Program 2
39 Workshop Agenda
Presentation
Questions from Council
Public comment on draft FY 2022-23 Annual Work Program Council discussion, feedback and direction
Review Project Priority Spreadsheet
Adopt FY 2022-23 Annual Work Program
May 9, 2022, FY 2022-23 CM Annual Work Program 3
40 Annual Work Program Contents
Comprehensive overview of work of City Manager Department For each Division/Program:
• Compares current and potential new projects with available staff resources • Estimates current staff capacity/deficit based on (tentative) project schedules • Reports on work progress
• Based on estimated completion dates, projects available capacity next fiscal year
• Lists and prioritizes potential new projects
May 9, 2022, FY 2022-23 CM Annual Work Program 4
41 City Manager
Department
Structure
May 9, 2022, FY 2022-23 CM Annual Work Program 5
42 FY 2021-2022 Department Highlights
Implementation of District elections for November 2022 Created new General Services Department and implemented department r
eorganization
City’s 20th Anniversary Celebration, in-person Community State of the City and Goleta Next20 campaign
Negotiated 2-Year labor agreements with SEIU
Developed and presented Capital Improvement Funding Plan Hired and onboarded two new Department Directors
Developed Goleta Community Center Management Plan
6May 9, 2022, FY 2022-23 CM Annual Work Program
43 7
General Administration Division
May 9, 2022, FY 2022-23 CM Annual Work Program
44 General Administration Division Overview
5.25 FTEs full-time staff
Responsibilities:
Administrative: Administrative support to City Council, management and over
sight of all City Departments, budget management, agenda forecasting, etc.
Programs: Economic Development (new), Public Safety (new), Performance Measurement,
Strategic Plan oversight, Legislative Advocacy, agency wide work programs.
Special Projects: conduct special studies, draft policies, programs and resolutions, ov
ersight of the LEAD Goleta Program.
8May 9, 2022, FY 2022-23 CM Annual Work Program
45 General Administration Division FY 21-
22 Other Accomplishments
Continued Management of City’s COVID-19 response
Internal Revenue Code section 115 trust implementation Acquired $3 million in federal funding for the Goleta Community Cente
r seismic and ADA upgrades
Conducted RFP for the Visitor Profile Analysis and Economic Developmen
t Strategic Plan and started the project
Consideration of revenue enhancement options
Partnered with City of Santa Barbara to complete a childcare study Hired a new State Legislative Lobbyist
9May 9, 2022, FY 2022-23 CM Annual Work Program
46 General Administration Division –
Upcoming Work
New City Manager onboarding
Goleta Valley Community Center Management & Strategic Planning
Economic Development Strategic Plan
Project Labor Agreement
Childcare policy development
Old Town Visioning process
Diversity, Equity and Inclusion Plan
10May 9, 2022, FY 2022-23 CM Annual Work Program
47 11
City Clerk Division
May 9, 2022, FY 2022-23 CM Annual Work Program
48 City Clerk Division Overview
3.0 full-time staff
Responsibilities:
1. Meetings/Boards/Commissions/Committees
2. Administration
3. Elections
4. Agenda production
5. Special Projects
May 9, 2022, FY 2022-23 CM Annual Work Program 12
49 City Clerk Division Accomplishments
Oversaw public engagement and electoral district drawing process for November 2022 District Elect
ions
Implemented the online NetFile system for Form 700 filings Updated the Chamber Audio Visual Equipment
Processed over 244 Council reports and distributed at least 5 days prior to meeting
Executed, imaged and filed 166 Contracts approved by the City Council. Provided support to twenty (20) boards, commissions and committees made up of 51 diff
erent individuals
May 9, 2022, FY 2022-23 CM Annual Work Program 13
50 City Clerk Division – Major Ongoing Work
Efforts
Implement the NetFile system for campaign filing
Update the Citywide Records Retention Schedule
Conduct public outreach and education about the new system of district elections
Implement a Contract Management Program
Agenda Report Indexing Project: The goal of the project is to have the complet
e meeting record publicly available online.
May 9, 2022, FY 2022-23 CM Annual Work Program 14
51 15
Community Relations Division
May 9, 2022, FY 2022-23 CM Annual Work Program
52 Community Relations Division
1 full-time staff + 2 part-time staff for a total of 2 FTEs Responsibilities:
1. Administrative
2. Public Outreach & Citizen Engagement
3. Public Engagement Commission support
4. Annual Special Events
5. Other Duties
May 9, 2022, FY 2022-23 CM Annual Work Program 16
53 Community Relations Division FY 21-22
Accomplishments
Goleta’s 20th Anniversary
Coordinated events: Return of the Goleta Holiday Parade and unv
eiling of the Library Bookvan Ribbon Cutting
District Elections “Draw Goleta” campaign including educating the public bef
ore the November 2022 election re: sequencing and new
process
Coordinating In-Person Community State of the City (April 2022) Website redesign
May 9, 2022, FY 2022-23 CM Annual Work Program 17
54 Community Relations Division – Upcoming
Projects
Launch revamped website
Expand local giftcard program - #GoodlandGoodshopping District Elections outreach
Community outreach on Goleta’s Next 20
Pilot a Citizen Outreach Program in Spanish
Assist DEI Officer with a language equity plan and other initiatives See spreadsheet for full list…
May 9, 2022, FY 2022-23 CM Annual Work Program 18
55 19
Human Resources/Risk
Management Division
May 9, 2022, FY 2022-23 CM Annual Work Program
56 Human Resources / Risk Management
Overview
3 full-time staff, 2 part-time staff, 4.4 FTEs
Responsibilities:
1. City Hall Reception
2. Human Resources Administration
3. Risk Management
May 9, 2022, FY 2022-23 CM Annual Work Program 20
57 HR/Risk Management Division FY 21-22
Accomplishments
Negotiated new 2-Year labor agreements with SEIU
Conducted AB-1825/SB 1343 Harassment Training for all staff in Q4 2021
Led an unprecedented recruitment effort, placing 19 new regular employe
es and 14 new hourly employees between July 2021 and
March 2022
Monitored and updated the FMLA Childcare Leave Expansion and Emerg
ency Paid Sick Leave Policy for City Employees in response to changes in state and federal law
May 9, 2022, FY 2022-23 CM Annual Work Program 21
58 HR/Risk Management Division – Upcoming
Projects
Expand the new supply ordering process and centrally managed online order
ing to all departments
Complete rollout of NEOGOV Insight/Onboard/Perform manager tra
ining
Develop/rollout management training program
Develop and implement HR Metrics to track division performance Implement a ‘stay interview’ process
Research and select an online benefits enrollment portal May 9, 2022, FY 2022-23 CM Annual Work Program 22
59 23
City Manager Department
Recommendations
May 9, 2022, FY 2022-23 CM Annual Work Program
60 City Manager Department Workload and
Staffing Recommendations
24 1. Reduce workload – remove or postpone projects in the City Council requests log until upcoming projects completed.
2. Staffing
City Clerk – Create Public Records Technician Position Community relations – Convert one part-time Management Assistant to full time
May 9, 2022, FY 2022-23 CM Annual Work Program
61 Workshop Questions
25 1. What new projects should be added/would you like to see City Manager Department pursue?
2. For each Division/Program, how do you rank potential new projects? What are your project priorities?
May 9, 2022, FY 2022-23 CM Annual Work Program
62 Project Tables by Division/Program
Tables:
Upcoming and Potential New Programs Projects
•Refer to Excel Spreadsheet
May 9, 2022, FY 2022-23 CM Annual Work Program 26
63 27
Recommendation
Discuss work priorities and adopt an Annual Work Program for FY 2022-23 for the City Manager Department
May 9, 2022, FY 2022-23 CM Annual Work Program
64 Questions?
28 65